Reading Lichtenstein’s piece made me examine how my own values influence my choices. When I lead group work, I naturally focus on inclusion and setting the context before taking action. This approach helps people feel heard, but I’ve noticed it can slow down decisions when time is limited. Recognizing this in the article made me realize it’s not just a random habit; it’s my values that decide what I pay attention to, such as voices, trade-offs, and risks, and what I do next, like seeking consensus or documenting the reasons. It also explains why some teams operate smoothly while others feel challenging. The piece left me with a guiding principle for future projects: to identify the filter, check the fit, and build the bridge, so that what matters to me not only feels right but also speeds up our work.
Scott Lichtenstein’s claim that leaders’ values subtly filter what they notice and how they choose aligns with Harry Kraemer’s view in Forbes that values-based leadership is essential for sound decisions and employee trust. Kraemer sees values as the compass leaders should check daily through self-reflection, understanding trade-offs, and explaining the reasons behind their choices. This way, decisions feel consistent to stakeholders. Lichtenstein provides a diagram for that compass: values guide strategic choices and, through culture, influence results. Together, Kraemer encourages leaders to look inward and practice consistently. Lichtenstein illustrates how those inner commitments can either align with or clash against an organization’s existing norms, impacting performance. This combination also clarifies why things fail. Lichtenstein explains that misaligned values cause cultural friction, which slows execution and stifles innovation, even when plans seem reasonable.
The 3M mini-case illustrates a pattern I recognize across industries: efficiency drives can unintentionally stifle innovation. Under James McNerney, 3M’s strong push for Six Sigma represented values of uniformity and control; veterans worried that a Post-it-like idea wouldn’t thrive. The paper’s “values dynamic” applies beyond just corporations. Schools, nonprofits, and city governments face issues when leaders attempt to impose their values on a culture without understanding it first. Lasting change occurs when visions become part of the everyday values of those expected to implement them. This way, the desired behaviors feel natural instead of forced. That’s why execution speeds up when leaders make values clear through routines, rewards, and stories that reflect the community’s daily experiences.
Kraemer, Harry M. Jansen, Jr. “Do We Really Need Values to Lead?” Forbes, 11 Mar. 2025, https://www.forbes.com/sites/harrykraemer/2025/03/11/do-we-really-need-values-to-lead/.
Accessed 5 Oct. 2025
Integral Leadership Review, integralleadershipreview.com/6176-the-role-of-values-in-leadership-how-leaders-values-shape-value-creation/.
Accessed 05 Oct. 2025.
“Scrutinizing Six Sigma.” Bloomberg, 1 July 2007, https://www.bloomberg.com/news/articles/2007-07-01/scrutinizing-six-sigma. Accessed 5 Oct. 2025.